Exploring the role of organizational identification in the nexus of psychological capital and organizational-oriented citizenship behaviors: evidence from healthcare professionals in India.
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Abstract
Purpose: The purpose of this study is to explore the mediation of organizational identification (OI) in the relationship between employees' psychological capital (PsyCap) and their engagement in organizational-oriented citizenship behaviors (OCBO). We examine the proposed theoretical model through the lens of the job demand and resources (JD-R) model and social identity theory (SIT), focusing specifically on the healthcare setting.
Design/methodology/approach: Employing a structured questionnaire, responses were collected from 240 healthcare professionals working in multinational pharmacovigilance firms in select Tier-I Indian cities using purposive sampling. Model testing constituted performing statistical analyses using partial least squares-structural equation modelling (PLS-SEM) in the R environment, an open-source software.
Findings: Results revealed a significant positive association between PsyCap and OCBO. In addition, we found that OI mediated the relationship between PsyCap and OCBO. This suggests that practitioners can stimulate extra-role performance in employees through enhancing PsyCap and fostering psychological oneness with the organization.
Research limitations/implications: The research emphasizes the significant role of employees' personal resources, manifested in the form of PsyCap, in having a bearing on their attitudes and feelings towards the organization. We explore the under-researched latent mechanism of the PsyCap and OCBO relationship through employees' social identification process.
Originality/value: In this research, we uncover the underlying mechanism of PsyCap and OCBO association by highlighting the latent role of OI on a unique set of healthcare professionals.
期刊介绍：
■International health and international organizations ■Organisational behaviour, governance, management and leadership ■The inter-relationship of health and public sector services ■Theories and practices of management and leadership in health and related organizations ■Emotion in health care organizations ■Management education and training ■Industrial relations and human resource theory and management. As the demands on the health care industry both polarize and intensify, effective management of financial and human resources, the restructuring of organizations and the handling of market forces are increasingly important areas for the industry to address.
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